ORGANISATIONAL APPRAISAL 28.01.11

ORGANISATIONAL APPRAISAL 28.01.11 - IV ORGANISATIONAL...

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Unformatted text preview: IV ORGANISATIONAL APPRAISAL 1. DYNAMICS OF INTERNAL ENVIRONMENT 2. ORGANISATIONAL CAPABILITY FACTORS 3. CONSIDERATIONS IN ORGANISATIONAL APPRAISAL 4. METHODS & TECHNIQUES FOR ORGANISATIONAL APPRAISAL 5. STRUCTURING ORGANISATIONAL APPRAISAL FRAMEWORK FOR DEVELOPMENT OF STRATEGIC ADVANTAGE STRATEGIC ADVANTAGE ORGANISATIONAL CAPABILITIES COMPETENCIES SYNERGISTIC EFFECTS STRENTHS & WEAKNESS ORGANISATIONAL ORGANISATIONAL RESOURSES BEHAVIOUR ORGANIZATIONAL RESOURCES According to Barney ( 1991), a firm is a bundle of resources, both tangible and intangible, that includes all assets, capabilities, organizational processes, information, knowledge, & so on. The resources possessed by an organization can lead to strategic advantage if (i) the resources are valuable (ii)the resources are rare (iii) the resources are costly to initiate (iv) the resources are non substitutable IMPORTANT FORCES & INFLUENCES AFFECTING ORGANISATIONAL BEHAVIOUR- quality of leadership;- management philosophy;- shared values & culture;- quality of work environment & organizational climate;- organizational politics; &- use of power, among others. A DISTINCTIVE COMPETENCE is any advantage a company has over its competitors because it can do something which they cannot or it can do something better can they can. The importance of distinctive Competence rests with the unique capability its gives an organization in capitalizing upon a particular opportunity; the competitive edge it may give a firm in the market place; & the potential for building a DESCRIPTION OF (WHAT IS) CORE COMPETENCE The diversified corporation is a large tree. The trunk & major limbs are core products, the smaller branches are business units; the leaves, flowers, & fruits are end products. The root system that provides nourishment, sustenance, and stability is the core competence.- C.K. Prahalad & Gary According to Hamel & Prahalad, the competitive advantage of a firm can be traced to its core competencies. They explain core competence as the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technology it is also about organization of work & the delivery of value . (it) is communication, involvement & a deep commitment to working across organizational boundaries. It involves many levels of people & all functions (& it) does 3 TESTS OF CORE COMPETENCE 1. It should be able to provide potential access to a wide variety of markets; 2. It should make a significant contribution to the 2....
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ORGANISATIONAL APPRAISAL 28.01.11 - IV ORGANISATIONAL...

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